Recommended
More Related Content
What's hot
What's hot (20)
Similar to High Performance Executive Leadership
Similar to High Performance Executive Leadership (20)
Recently uploaded
Recently uploaded (13)
High Performance Executive Leadership
- 1. What does it take to be a high performing Executive today?
- 2. It’s why Peter Drucker’s 1967 “Effective Executive” is relevant 13 years after his death
- 3. What’s The Same Unchanging Foundation of High Performance 1
- 4. HBR: 4 Characteristics of Exceptional Executives Understanding Whole Business Great Decision Makers Knowing the Industry Forming Deep Trusting Relationships HBR 10 Year Study Reveals What Great Executives Know and Do -- 1/19/2016
- 5. Understand Whole Business “Know how pieces of organization fit together to create value and deliver results.”
- 6. Great Decision Makers “Declare their views, engage others ideas, analyze data for insights, weigh alternatives and communicate decisions clearly”
- 7. Know the Industry “Maintain a solid grasp on the ever-changing context within which their business competes.”
- 8. Form Deep, Trusting Relationships “Form deep connections with superiors, peers, and direct reports studying and meeting the needs of key stakeholders.”
- 9. What’s Different Are There Different Skills / Behaviors Executives and Leaders Need for Digital Era 2
- 10. Speed of Change Creates Increased Opportunities and Demands on Resources in the Organization
- 11. Sheer Number of Opportunities and Changes Result in an Increase of Chaos and Noise for Executives to Filter
- 12. Further, Companies, Executives, Leaders and Teams Must Adapt Quickly or Risk Losing Relevancy
- 13. -McKinsey: 10 Traps that Derail Digital Transformations Agility and speed are second nature to digital organization, but energy can turn to chaos if it isn’t channeled purposefully. “
- 14. Additional Digital Era High Performance Criteria Discipline and Focus Adaptability Understanding Minimum Viable Products Empowerment
- 15. Discipline & Focus Control the noise by filtering to most important work and create discipline to stay focused on those priorities.
- 16. Adaptability Use flexible systems (such as 2 week sprints) combined with learning loops for both themselves and teams.
- 17. Understanding Minimum Viable Products Understand and reinforce with teams to create the smallest slice which can be implemented. They encourage small and quick tests / product implementations so company can best adapt to ever-changing environment.
- 18. Empowerment Actively Share Decision Making Thought Processes by Thinking Out Loud, Empowering Leaders and Individuals to Quickly Make Decisions and Adapt with Environment.
- 19. Want to Be A High Performing Executive? Evaluate Yourself Against These 8 Characteristics and Take Action on One Area.
- 20. Kristie Wilson Performance Consultant & Coach Working with Executives and Leaders to Drive 90 Day Results. 24-Year Leader of Leaders at a Fortune 1 Company with experiences from Supply Chain to Technology. I live and work in the methods and models I teach.
- 21. Receive More Videos on High Performance Leadership Most weeks I publish an article or video on High Performance or the Digital Era. Once a week I send out a short email with any links to my latest articles or videos so my subscribers can choose their preferred method. Click Here To Subscribe.
Editor's Notes
- Creating executive peak performance has an unchanging core. It’s why so much from Peter Drucker’s 1967 book, “The Effective Executive” is still relevant today.
- Some things are changing for high performing leaders. But many things are still the same. So let’s look at What Behaviors are the Same
- In January 2016 Harvard Business Review released the results in a 10 year study in an article written by Ron Carucci. These elements separate top performers from secondary performers and are a core of leadership excellence.
- Ron defined Undestand Whole Business as “know how pieces of organization fit together to create value and deliver results”. In today’s customer centric markets this piece continually grows in importance to enable the organization to best work together to deliver seamless opportunities for the customers and clients.
- Great Decision Makers “Declare their views, engage others ideas, analyze data for insights, weigh alternatives and communicate decisions clearly…In order to compete at today’s speeds great decision making isn’t just for executives -- more individuals in the organization must be able to quickly make great decisions. Decision Making is a critical skill for all in the organization.
- “Exceptional Executives”, says Ron, “Maintain a solid grasp on the ever-changing context within which their business competes.” Even outside of the CEO or core operations of the company other leaders within the company must also match the changes to their organization’s (like Finance, Tech, HR) industry to the changing industry the overall company competes within. This is critical to becoming a powerful partner driving overall company results.
- The study revealed top executives “Form deep connections with superiors, peers, and direct reports… studying and meeting the needs of key stakeholders.” Executives who were managed perceptions, creating an illusion of collaboration while masking self-interested motives were second best or met a quick demise. True Collaboration among executives, leaders and teams are critical for over-all company success today.
- Some things are changing for high performing leaders. So let’s look at what is changing
- Before we do that let’ briefly talk about why: Today’s Speed of Change Creates Increased Opportunities and Demands on Resources in the Organization
- And this is definitely a big problem I hear when coaching clients – It’s simply Sheer Number of Opportunities and Changes happening in the company Result in an Increase of Chaos and Noise for Executives to Filter
- A Further problem is Companies, Executives, Leaders and Teams Must Adapt Quickly or Risk Losing Relevancy
- In a McKinsey article – 10 traps that derail digital transformations said…Agility and speed are second nature to a digital organization, but energy can turn to chaos if it isn’t channeled purposefully…
- Here are 4 additional High Performance Executive Criteria for Digital Era
- It isn’t just about Decision Making – today’s speed and number of opportunities require discipline and focus to ensure organization deliver value. Exceptional executives are those who control the noise by filtering to most important work and create discipline to stay focused on those priorities
- Using flexible systems like working in 1-4 week sprints combined with bi-weekly reviews allows leaders to adjust strategies and activities based on key result measures. This is a critical leadership skill for the fuure.
- A minimum viable product is the smallest increment which can be delivered that will produce value. It doesn’t mean poor quality. Second tier executives today see a team delivering in sprints and mistakenly assume the battle has been won. Exceptional Executives understand and reinforce with teams the creation of the smallest slice which can be implemented and provide value. They encourage small and quick tests / product implementations so teams can best adapt to ever-changing environment..
- No more can only executives and top leaders make decisions. Top performing executives create empowerment by actively sharing their thought and decision making processes by thinking out loud. They empower leaders and individuals to make decisions at all levels to ensure organization and company can quickly adapt.
- If you want to be a high performing executive just evaluate your self against these 8 characterists and take action on your weakest area. Once you’ve made improvements, rinse and repeat.
- I’m starting a newletter so if you’d like to receive more videos on high performance in your inbox just click on this link to subscribe.